Institute. The institute produces more than a dozen
Best Workplace lists.
From an employer’s perspective, the institute
defines a great workplace as one where managers
are able to achieve organizational objectives with
employees who give their personal best and work
together as a team/family in an environment of trust.
Demonstrating that it has the right qualities to
qualify as a great place to work sets a company
apart in today’s competitive environment, according to Jeff Lenard, NACS vice president of strategic industry initiatives. “You need to differentiate
yourself in the marketplace, especially when the
labor pool has become a labor puddle; mostly
everyone who wants a job has one now,” he says.
And being a great workplace helps with retention,
which saves on turnover costs.
It’s also good for customer service, Lenard adds.
“The old axiom is that you do business with people
you know and like. And that is true whether it is a
business deal or a transaction at the counter.”
QuickChek: Mission Driven
QuickChek Corporation, based in Whitehouse
Station, New Jersey, was named one of the “Best
Places to Work in New Jersey” in 2016. That’s the
sixth time in the past seven years the family-owned
company has been named to the list compiled by
business journal NJBIZ. QuickChek also has been
named one of the “Best Companies to Work For”
in New York by The New York State Society for
Human Resources Management in each of the last
QuickChek prides itself on offering good ben-
efits and opportunities for career advancement:
All of the company’s district leaders and most of
its vice presidents began their careers working in
a local store.
“We hear from potential candidates, ‘I want
to work at QuickChek, it’s a great place to work.’
And we hear it from the community when we’re
trying to get into a community to build new
stores,” says Bob Graczyk, vice president human
resources. “Our mission is to be a great place
to work, a great place to shop, a great place to
invest—in that order.”
To achieve those goals requires the buy-in
of senior leadership, according to Graczyk.
“[CEO] Dean Durling sets the tone to get senior
“You need to differentiate
involvement. Those people had better walk the
talk or team members see it. It has to be trans-
parent. If you don’t have that, it’s going to be an
And going through the process of applying to
be a best place to work, which usually includes an
employee survey and cultural audit, helps achieve
that senior leadership buy-in, he says. “It provides
senior leadership with the data it needs to see how
an engaged workforce affects the bottom line.”
yourself in the marketplace,
especially when the labor pool
has become a labor puddle.”